"What characterises corporate cult is the degree of control management exercises over employees' thinking and behaviour. This starts with recruitment, where employees are screened for their "fit". Once in, they then see that on-boarding processes and incentive systems tend to reinforce the need for alignment." Manfred Kets de Vries Some questions for 'L&D' and their corporate inductions: Does the induction set out the context for the organisation and the team the new colleague has joined? Does the induction describe the key challenges for the organisation and the new contributions needed to solve these together? Is the induction practically demonstrating the organisations' commitment as a continuously learning organisation? Does the induction enable and accelerate new connections for the participants? Does the induction help the participants to form a new network(s)? Is the induction encouraging the participants to bring their

" Control, stability, and operational efficiency are no longer assets, but liabilities. It makes organizations slow and unresponsive. It commoditizes margins faster than companies can realize profitability. Let that sink in. It will require a massive mental shift. " Rachel Happe However "c ontrol, stability and operational efficiency " continue to be the over-riding focus (and purpose?) for 'L&D'. Consider: Competence Compliance Set repertoires and processes Fixed skills and topics 'Content' 'Learning' as "acquiring knowledge" "Identifying problems" and then "creating solutions" Measurement Reporting and celebrating on "visits and attendees" These approaches and tactics continue to make 'L&D' itself " slow and unresponsive " too... Paul works with L&D teams who are ready to make the mental shift from managing to leading.